4 Tips for Building Organizational Change Capability

Credit: istockphoto.com/FangXiaNuo

Credit: istockphoto.com/FangXiaNuo

Building change capability takes more than “wanting to” or an executive decree. Building change capability takes structure and intent. The risk is that we, as a community, get enamored with the concept of change agility, but we do not do what it takes to actually build it. Building a core competency in change is a transformation for many organizations. It means fundamentally altering how changes are managed and executed.

Below are four key tips for building organizational agility, derived from some of the most critical mistakes our research participants have seen in organizations that get excited about change capability but come up short when the time comes to truly change how they change. With these tips (and the associated mistakes) on your radar, you will be in a better position to transform how change happens in your organization.

1. Secure adequate and effective sponosorship

In all eight of Prosci’s benchmarking studies, extending back to 1998, active and visible executive sponsorship has remained the greatest overall contributor to success. Why would this contributor to success be any different if the change happens to be building change capability? Building organizational agility will require the right level of sponsor, actively engaging in the effort. This means more than simply paying lip service to a desire to be more agile. It means providing the resources, budget, authority, credibility and commitment for the effort to truly come to life.

As a practitioner pitching an investment in building change agility to senior leaders, your main responsibility is connecting organizational change capability to the strategic and financial success of the organization. You must be able to make a distinct and strong connection between building change management capabilities and what your executives care about—their ability to generate financial return in times of change and move the organization in the direction they want to.

Read the full article in Communication World